definition

Features

Target

Start background

other

definition

process

is a group of interrelated projects that are managed in a coordinated manner in order to obtain benefits that would not be obtained by managing them separately

Focuses on inter-project dependencies and helps find the best way to manage these dependencies

Portfolio management focuses on developing the “right” programs and projects that are brought together to achieve strategic goals

Focus on maximizing portfolio value and prioritizing components

Pay attention to the continuous production of products and/or the continuous operation of services

A framework for integrating portfolio, program, and project management with organizational drivers to achieve strategic goals

Development life cycle

A series of stages in the evolution of a product from conception, delivery, growth, maturity, and decline

Can be established based on a variety of factors and usually ends with the completion of one or more deliverables

Stage gates are conducted at the end of a project phase, where the project's performance and progress are compared with project and business documents, and decisions are made based on the comparison results (e.g. continue/terminate decisions)

Defines a new project or a new phase of an existing project and authorizes a set of processes to initiate the project or phase

A set of processes to clarify project scope, optimize goals, and formulate action plans to achieve goals

A set of processes for completing the work identified in the project management plan to meet project requirements

A set of processes to track, review and adjust project progress and performance, identify necessary plan changes and initiate corresponding changes

The process of formally completing or closing a project, phase, or contract

During the execution of the project work, the raw observations and measurements collected from each activity being performed

Performance data collected from each control process and integrated and analyzed based on relevant context and cross-domain relationships

A physical or electronic project document that compiles work performance information for the purpose of making decisions, asking questions, taking action, or raising concerns

Project business case

definition

Describes how and when the project will achieve benefits, and the benefit measurement mechanisms that should be developed

A document issued by the project sponsor that formally approves the establishment of the project and authorizes the project manager to use organizational resources to carry out project activities.

A document that describes how a project will be executed, monitored, and controlled

In an organization, everyone may develop into a position that is not suitable for them

If a person is good in one aspect, people often think that he is also good in other aspects.

Afraid of something happening that will definitely happen

No matter how much time is given, things always have to be put off until the last moment.

Adding staff to a delayed IT project will lead to more delays

When you have two watches that keep different times, you don’t know the time.

Keep It Simple and Short

How you treat others is how others will treat you

Employees are recruited from functional managers and have low power.

Staff are recruited from functional managers. There are project managers among the staff. The rights of project managers and functional managers are balanced.

Staff members are recruited from functional managers. There are project managers among the staff. Project managers have greater power than functional managers.

Manage "shared resources" and identify and develop "best practices" and "standards"

Monitor compliance with "standards" through "project audits"

Develop and manage policies, procedures, templates, and provide guidance and training

Coordinate “cross-project” communications

business case

Benefit Management Plan

When working on a project for an external client, it usually comes in the form of a contract

Any individual or group with relevant expertise or training is an expert

Get a lot of ideas in a short time, putting more emphasis on quantity than quality

Subject matter experts SME, default to the same function, more conducive to interactive communication than interviews

One-to-one/many-to-many, chat directly and obtain confidential information in a trusting environment

Have a clear agenda before the meeting; stay on topic during the meeting and handle meeting conflicts; form written meeting minutes after the meeting; do not mix different meetings together; face-to-face meetings are most effective

Contains content

Summarize

Identify high-level strategic and operational assumptions and constraints that should be incorporated into the project charter

The project team uses the project charter as the starting point for initial project planning

Subplans and baselines output from other planning processes

Guide the project manager in developing a plan or help check that the project management plan contains all the information required

The facilitator ensures that participants participate effectively, understand each other, and reach consensus

The kick-off meeting is the last thing to be done in the planning phase. It is intended to communicate the project goals, gain the team's commitment to the project, and clarify the roles and responsibilities of each relevant party. The project management plan should be approved by key stakeholders

content

effect

benchmark

be careful

Plan first and then execute. If there are changes, make changes.

Change log, lessons learned register, milestone list, project communication record, project schedule plan, requirements tracking matrix, risk register, risk report

Note that implementation of “Approved Change Requests” falls under this process

Schedule planning software tools, work authorization systems, configuration management systems, information collection and release systems

Be verifiable and include components of the project management plan. Once the first version of the deliverable is completed, change control should be performed

Raw observations and measurements

The issue log should be updated along with monitoring activities throughout the project life cycle

Preventive measures against risks

Corrective measures to correct deviations

Defect remediation and quality improvement

Update general change plan (or baseline)

Activity list, Assumption log, Lessons learned register, Requirements document, Risk register, Stakeholder register

Knowledge that is easy to codify using words, pictures and numbers

Individual knowledge and knowledge that is difficult to articulate, such as beliefs, insights, and know-how

Register of lessons learned, project team dispatch orders, resource breakdown structure, supplier selection criteria, and stakeholder register

May include components of the project management plan

Knowledge management tools and technologies connect employees and enable them to collaborate to generate new knowledge, share tacit knowledge, and integrate knowledge held by different team members. Includes: job shadowing, interpersonal communication, forums, storytelling, and interactive training.

Compile a register of explicit knowledge, lessons learned. Strengthen by adding interactive elements and promote extension to tacit knowledge

Created early in the project, updated throughout the project, and consolidated into a lessons learned knowledge base at the end of the project or phase

Assumption log, basis of estimate, cost forecast, problem log, lessons learned register, milestone list, quality report, risk register, risk report, schedule forecast

The work performance data is handed over to the control process for further analysis to form work performance information. Work performance information is an important input to this process.

Select the best combination of measures to be implemented, or the best scenario (Plan. B)

Determine the most cost-saving measures

Inspection of comprehensive performance

Identify the root cause of the problem, address it at the source, and prevent it from happening again

Predict future performance based on past results and propose necessary preventive measures

Review differences between target performance and actual performance

According to the project communication management plan, work performance reports are sent to project stakeholders through the communication process to make decisions, take actions or raise concerns.

Cost forecast, problem log, lessons learned register, risk register, progress forecast

The change management plan provides guidance for managing the change control process and documents the roles and responsibilities of the CCB

Describe how and what information should be recorded and updated for the project to maintain consistency and/or effectiveness of the product, service, or outcome

Used as a basis to assess impact

The cost of performing the change, required schedule date modifications, resource requirements, and associated risks should generally be stated in the change request

A change control system refers to a series of formal written procedures for change management, including documentation, tracking systems and change approval levels, etc. It also describes the composition, roles, powers and responsibilities of the CCB, etc.

Identify, document, approve or reject changes to project documents, deliverables or baselines. Tools should support identifying configuration items (planning), recording and reporting configuration item status (execution), and verifying and auditing configuration items (monitoring)

Note that "Approved Change Request" is implemented in the "Direct and Manage Project Work" sub-process, and this process does not include implementation work

Changes to the benchmark can only be based on the latest version of the benchmark and address future situations, and cannot change past performance.

Regardless of whether the change is approved or not, the change log needs to be updated.

1. Obtain acceptance 2. Hand over the final results 3. Summarize experiences and lessons learned 4. Update organizational process assets 5. Archive 6. Release resources

1. Investigate and record the reasons 2. Hand over completed and unfinished final results 3. Summarize lessons learned 4. Update organizational process assets 5. Archive 6. Release resources

A project management plan is a document that describes how a project will be executed, monitored, and closed. It can be used to guide the closing

Assumption log, estimation basis, change log, problem log, lessons learned register, milestone list, project communication record, quality control measurement results, quality report, requirements document, risk register, risk report

from the Validate Scope process

The business case is used to determine whether the project achieves the expected results of the economic feasibility study. Benefits management plan is used to measure whether the project has achieved planned benefits

Organizational process assets that can affect the process of closing a project or phase include (but are not limited to): Project or phase closing guidelines or requirements (if you don’t know how to close, you can refer to the closing guide)

Used to confirm that deliverables have passed acceptance, determine that exit criteria have been met, formally close the contract, assess stakeholder satisfaction, collect lessons learned, transfer project knowledge and information, and celebrate successes

Lessons Learned Register

Transferring the final product, service, or result delivered by the project (or, for phase closure, the intermediate product, service, or result of the phase) from one team to another

Summarize project performance with final report

Project or phase closure documents include formal documents indicating completion of a project or phase. If a project is terminated early before completion, formal closing documents will need to state the reasons for project termination and provide formal procedures for handing over completed and unfinished deliverables of the project to others

Quality management plan, project life cycle description, development methodology

Describe how to define, develop, monitor, control, and validate project scope to help reduce the risk of scope creep

Describe how to analyze, document, and manage project and product requirements

The project charter documents the project overview and the high-level requirements that will be used to develop detailed requirements

Scope management plan, requirements management plan, stakeholder engagement plan

Assumption log, lessons learned register, stakeholder register

Describes the necessary, expected, and optional standards that should be met to meet business needs

The agreement will contain project and product requirements

Brainstorming

Interview

focus group

Questionnaire

Benchmarking

File analysis

vote

autocratic decision making

Multi-criteria decision analysis

Affinity diagram

mind Mapping

nominal group

observe and talk

guide

Topology map, visualization

Supports the concept of progressive elaboration. For example: storyboarding, which can reduce the risk of rework. Steps (repeated cycle): 1. Model creation, 2. User experience, 3. Feedback collection, 4. Prototype modification (may require a change process)

A requirements document describes how various single requirements will satisfy the business needs associated with the project

A requirements traceability matrix is ​​a table that connects product requirements from their source to the deliverables that satisfy the requirements. Tying each requirement to business goals or project goals helps ensure that each requirement has business value. Helps ensure that every approved requirement in the requirements document is delivered at the end of the project. Finally, the requirements tracking matrix also provides a framework for managing product scope changes

The project charter contains a high-level description of the project, product features, and approval requirements

The requirements document identifies the requirements that should be included in the scope

Used to transform high-level product or service descriptions into meaningful deliverables. Including: product decomposition; demand analysis; system analysis; systems engineering; value analysis; value engineering

generalize

Product range description

Deliverables

Project Exclusions

Describes the work that needs to be performed and the work that is not included in the project

The requirements document details how various single requirements meet the business needs of the project

Techniques for progressively dividing the project scope and project deliverables into smaller, more manageable components

Several important principles: 80-hour principle; 4~6 layers principle; 100% principle; sole responsibility

Approved scope statement, WBS and corresponding WBS dictionary

The control account in WBS is a management control point. At this control point, scope, budget, and schedule are integrated and compared to earned value to measure performance

WBS Dictionary

Verified deliverables are those that have been completed and checked as correct by the control quality process

Conduct activities such as measurement, review and validation to determine whether work and deliverables meet requirements and product acceptance criteria

Deliverables that meet the acceptance criteria should be formally signed off by the client or sponsor.

If acceptance is not passed, 1. Record the reasons. 2. Make changes and carry out defect remediation

Confirming the scope focuses on the acceptance of the deliverables; controlling quality focuses on whether the deliverables meet the quality requirements; usually the scope is confirmed first and then quality control is performed, but the two can also be performed at the same time. Quality control is an internal inspection; the scope of confirmation is checked and accepted by external parties (customers or sponsors) on the deliverables of the project.

Confirmation scope emphasizes the verification and acceptance of deliverables; project closing emphasizes the process work to be done to end the project or phase; both confirmation scope and project closing have acceptance work, confirmation scope emphasizes the acceptance of project deliverables, and project closing emphasizes acceptance of products.

Uncontrolled expansion of product or project scope (without corresponding adjustments in time, cost, and resources) is called scope creep

Scope Baseline

requirements document

Requirements Tracking Matrix

Deviation analysis

trend analysis

The overall milestone schedule specified in the project charter affects the project's schedule management

Scope management plan, development methodology

definition

Project schedule model development

progress management plan

Scope Baseline

A technique for progressively dividing the project scope and project deliverables into smaller, more manageable components. Involving team members in the decomposition process helps get better, more accurate results

In the early strategic planning stages, when information is not clear enough, work packages can only be broken down to a known level of detail; later, as more information is learned, work packages that will be implemented in the near future can be broken down into specific activities.

Is a comprehensive list of all schedule activities required for the project

Various attributes of each activity to extend the description of the activity

Whether each milestone is mandatory (such as required by contract) or optional (such as determined based on historical information). Milestones are not activities and have a duration of zero because they represent a significant point in time or event

After defining the project's baseline, in the process of progressively detailing the deliverables into activities, work may be discovered that does not originally belong to the project baseline, and a change request will be raised.

Scope Baseline

Hypothetical log

FS, FF, SS, SF. (If the predecessor activity is XX, the successor activity can be XX) FS is the most commonly used type of logical relationship; SF relationship is rarely used

definition

mandatory dependencies

selective dependency

external dependencies

internal dependencies

Lead time is the amount of time that a successor activity can advance relative to its predecessor activity. Lag is the amount of time that a successor activity must be delayed relative to its predecessor activity

The project schedule network diagram is a graph that represents the logical relationships (also called dependencies) between project schedule activities. Activities with convergence and branching are affected by or able to affect multiple activities and therefore present a greater risk

As long as there is time, people will do more work than necessary (scope creep), intentionally or unintentionally, until all the time is used up

The scope of work often remains the same, and people do nothing or very little at an earlier time, waiting until the deadline is approaching before they rush to do it.

Things that can go wrong, will go wrong

Jobs are always occupied by incompetent people.

Resource Calendar

Schedule management plan, scope baseline

Similar to expert judgment, overall estimation, and top-down estimation. Fast, low cost and accurate. Analogous estimates are most reliable if previous activities are similar in nature, not superficially, and if the project team members undertaking the estimate have the necessary expertise

Statistical relationships between historical data and other variables. Parametric model maturity and basic data quantification

Consider uncertainty and risk in estimates to improve the accuracy of duration estimates

Beta distribution: expected duration = (most likely time 4 * most optimistic time most pessimistic time) / 6

Triangular distribution: expected duration = (most likely time most optimistic time most pessimistic time)/3

Summarize layer by layer from bottom to top

Alternatives Analysis

Reserve analysis

Does not include any lag, but can indicate a certain range of changes

Schedule management plan, scope baseline

Project progress network diagram, project team dispatch orders, resource calendar

Schedule network analysis is a comprehensive technique for creating project schedule models that employs several other techniques such as critical path methods, resource optimization techniques, and modeling techniques

The critical path is the longest sequence of activities in a project and determines the shortest possible project duration. The amount of time a schedule activity can be pushed back or delayed from its earliest start date without delaying the project completion date or violating schedule constraints is total float or schedule flexibility. Depending on the constraints used, the total float of the critical path may be positive, zero, or negative. Free float is the amount of time a schedule activity can be delayed without delaying the earliest start date of any successor activity or violating schedule constraints.

resource balancing

Resource smoothing

Based on the existing schedule, consider various scenarios and evaluate the feasibility of the project schedule under different conditions.

The most common simulation technique is Monte Carlo

definition

rush work

Quick follow up

Provides a high-level timeline of release progress (usually 3 to 6 months). At the same time, agile release planning also determines the number of iterations or sprints for the release

A schedule baseline is an approved schedule model

The output of the schedule model includes: bar charts, which are relatively easy to read and used for communicating with management; milestone charts, which only indicate the planned start or completion dates of major deliverables and key external interfaces; project schedule network diagrams, which are purely logical diagrams and logical bar chart

Specify available workdays and work shifts during which schedule activities can be carried out

Includes performance of project work compared to schedule baseline

The project charter provides for pre-approved financial

Progress management plan, risk management plan

Describe how project costs will be planned, scheduled and controlled

Cost management plan, quality management plan, scope baseline

Lessons Learned Register, Risk Register

Project schedule

Resource requirements

Based on similar project parameter values ​​or scale indicators in the past, the same parameters or indicators for the current project are estimated. Analogous estimating is most reliable and is commonly used in the early stages of a project if previous activities are similar in nature, not superficially, and the project team members undertaking the estimate have the necessary expertise.

Statistical relationships between historical data and other variables. Parametric model maturity and basic data quantification

Summarize layer by layer from bottom to top

Consider uncertainty and risk in estimates to improve the accuracy of duration estimates.

Alternatives Analysis

Reserve analysis

quality cost

Include the costs that may be required to complete the project work. Indirect costs can be charged at the activity level or higher if they are also included in the project estimate

Cost management plan, quality management plan, scope baseline

Project schedule

Estimate basis

Cost Estimate

Business case, benefit management plan

Cost summary first summarizes the cost estimate into the work package in the WBS, and then summarizes the work package to a higher level in the WBS (such as the control account), and finally obtains the total cost of the entire project

Reserve analysis

Review historical information to aid in parameter or analog estimation

Fund expenditures should be balanced against any restrictions on project funding. If a discrepancy between funding constraints and planned expenditures is discovered, the schedule of the work may need to be adjusted to balance the level of funding expenditures. This can be achieved by adding mandatory dates to the project schedule

The approved, time-phased project budget, excluding any management reserves and subject to change only through a formal change control process, is used as a basis for comparison with actual results. The cost baseline is the sum of the approved budgets for different schedule activities

Project funds are invested in increments and may be uneven. If there is a management reserve, the total funding requirement is equal to the cost basis plus the management reserve

Cost Estimate

Project schedule

risk register

Cost management plan, cost baseline, performance measurement baseline

Lessons Learned Register

Earned value analysis: BAC, PV, EV, AC

Deviation analysis: SV, CV, SPI, CPI

Trend Analysis: EAC, ETC

TCPI, VAC

Reserve analysis

(TCPI) is a cost performance indicator that the use of remaining resources must achieve in order to achieve specific management goals. It is the ratio of the cost required to complete the remaining work to the remaining budget.

Work performance information includes information on how project work is being performed (against a cost baseline), allowing assessment of variances in work performed and work costs at both the work package level and the control account level

Whether it is a calculated EAC value or a bottom-up estimated EAC value, it needs to be recorded and communicated to relevant parties

The value of future cash flows discounted at an appropriate discount rate (the value of future money now)

If based on a discount rate of 7%, the present value of $8,000 received three years from now is

The difference between the net cash flow generated by the investment plan and the present value of the original investment after discounting it using the capital cost as the discount rate (the sum of the present value of returns within the time period minus the original investment)

demand management plan

Scope Baseline

Stakeholder Engagement Plan

Interested Party Register

The quality policy is recommended by senior management and can be formulated separately under special circumstances.

Benchmarking

Brainstorming

Interview

Cost-benefit analysis

quality cost

Multi-criteria decision analysis

flow chart

logical data model

Matrix diagram

mind Mapping

How products, deliverables or services are tested or inspected to meet relevant needs and expectations of interested parties

Describe how applicable policies, procedures, and guidelines will be implemented to achieve quality objectives. Including quality standards, quality objectives, roles and responsibilities, etc.

Used to describe project or product attributes and how the control quality process will be verified Certification of compliance

The management quality process sets the test scenarios for the project based on these quality measurement indicators. and deliverables to serve as the basis for improvement initiatives

Used to analyze and evaluate whether the quality of project processes and deliverables meets the standards or specific requirements of the performing organization. It also helps to analyze the production process of these measurement results to determine how correct the actual measurement results are.

Checklist

Alternatives Analysis

File analysis

process analysis

Root Cause Analysis (RCA)

Multi-criteria decision analysis

Affinity diagram

cause and effect diagram

flow chart

Histogram

Pareto

Matrix diagram

Scatter plot

A structured and independent process used to determine whether project activities comply with the policies, processes and procedures of the organization and the project; including: 1 identification, 2 sharing, 3 assistance, 4 accumulation, 5 confirmation; can be arranged in advance or Conducted randomly; may be conducted by internal or external auditors

A series of technical guidelines that can be used during product design to optimize specific aspects of design

PDCA Plan, Implement, Check, Act, Six Sigma

1 define, 2 identify, 3 plan, 4 select, 5 execute, 6 verify. Problem solving helps eliminate problems and develop long-lasting solutions

Can be graphics, data, or qualitative documentation that helps other processes and departments take corrective actions to achieve project quality expectations

Test and evaluation documents can be created based on industry requirements and organizational modules, which are inputs to the quality control process and used to evaluate the achievement of quality objectives.

quality measures

Test and Evaluation Documents

Implementation of approved change requests requires verification and confirmation of completeness, Correctness, and whether to retest

Deliverables are verifiable and will be inspected

Checklist

The frequency and scale of sampling should be determined during the planning quality management process

Inspect work product to determine compliance with written standards

Early testing helps identify non-compliance issues

Used to determine whether a process is stable or has predictable performance. Pay attention to the upper and lower limits of specifications and the upper limit of control, and how to judge out-of-control

Review of approved change requests; meetings held by the project team, retrospectives/lessons learned

Control quality measurements are written records of the results of quality control activities Records should be recorded in the format determined by the quality management plan.

Confirm an input to the scope process for formal acceptance

Quality management plan, scope baseline

Project schedule, requirements documents, risk register, stakeholder register

hierarchical

Responsibility Assignment Matrix

text type

Describe how individuals, teams, and organizational units behave

definition

content

Create documentation of team values, consensus, and work guidelines for the team. Recognize and Following clear rules helps reduce misunderstandings and increase productivity; team charter can be reviewed and updated regularly process to ensure that the team always understands the team's basic rules and guides new members to integrate into the team

Resource management plan, scope baseline

Activity attributes, activity lists, cost estimates, resource calendars

Alternatives Analysis

The types and quantities of resources required for each work package or activity within a work package are identified

Resources are displayed hierarchically by category and type

Resource management plan, procurement management plan, cost baseline

Project schedule, resource calendar, resource requirements

Multi-criteria decision analysis

negotiation

Determine the physical or team resources for the project in advance: 1. Commit during the bidding process, 2. Project acquisition Depends on the specific skills of specific people, 3. Project charter or other process designation

Understand the advantages, but also pay attention to communication issues

Materials, equipment, supplies, locations, and other physical resources that will be used in the project

Documented team members and their roles and responsibilities in the project

When resources are available and for how long

resource management plan

Project schedule, project team work order, resource calendar, team charter

Centralized office

virtual team

Team building

The initial reward plan is prepared during the planning resource management process. Only rewards that meet an important need of the recipients are effective rewards. Rewards can be made formally or informally, taking into account cultural differences. Be motivated by receiving rewards that demonstrate value. Money is a tangible reward, but there are a variety of intangible rewards that are just as effective, or even more effective. Recognition should be given wherever possible throughout the project life cycle

Reduce differences. Training costs should generally be included in the project budget or borne by the performing organization if the added skills will benefit future projects. Training can be performed by internal or external trainers

Gain insight into members’ strengths and weaknesses, such as 360° performance reviews

Improvement of personal skills, improvement of team capabilities, reduction of team member turnover rate, and strengthening of team cohesion

employee skills

resource management plan

Team charter

Make decisions

Influence

leadership

conflict management

Emotional intelligence

resource management plan

Material resource allocation sheet, project schedule, resource breakdown structure, resource requirements

Alternative analysis, cost-benefit analysis, performance review, trend analysis

Identify, define, investigate, analyze (find root causes), solve problems, examine solutions

Negotiation: The project manager may negotiate for additions to physical resources, changes to physical resources, or resource-related costs

Influence: Helps project managers solve problems in a timely manner and obtain needed resources

Stakeholder Engagement Plan

Interested Party Register

Analyze communication needs and determine the information needs of project stakeholders, including the type and format of information required, and the value of the information to relevant parties. Communication channels are calculated as n*(n-1)/2, and the project manager needs to be included.

Various technologies such as conferences and websites. Urgency, availability, ease of use, sensitivity and confidentiality of information need to be considered

Encoding, conveying information, decoding, acknowledging receipt (acknowledging receipt), feedback/response.

Confirmation of receipt only indicates receipt of the information and does not necessarily mean agreement or understanding of the content of the information. The sender is responsible for the transmission of information, ensuring the clarity and completeness of the information, and confirming that the information has been correctly correct understanding; the receiving party is responsible for ensuring that the information is received completely, understood correctly, and needs to be informed that it has been received to or respond appropriately. Both parties should be aware of any noise and other obstructions

interactive communication

push communication

pull communication

If everything needs to be resolved in a meeting, it means there is a problem with the organization's work procedures and systems.

If there are any problems with information transmission, please refer to the communication management plan

Communication needs of relevant parties;

The information to be communicated, including language, form, content and level of detail;

Reporting time limit, reporting path and reporting steps;

The time frame and frequency for releasing requested information, acknowledging receipt, or responding (if applicable);

The person or group to whom the information is to be received, including their needs, wants and expectations;

Methods or techniques used to deliver information, such as memos, emails, press releases, or social media;

Resources allocated for communications activities, including time and budget;

Glossary of general terms.

Work performance reports, such as status reports and progress reports, are delivered to project stakeholders through this process. Job Performance Reports Dashboards, hot spot reports, traffic lights, or other forms that facilitate attention, decision making, and action.

Resource management plan, communication management plan, stakeholder engagement plan

Change log, issue log, lessons learned register, quality report, risk report, stakeholder register

The act of collecting and distributing project information. While work performance reports are the output of the Monitoring Project Work process, this process produces ad hoc reports, project presentations, blogs, and other types of information

Performance reports, status of deliverables, schedule progress, costs incurred, Demonstration, and other information required by interested parties

The project charter documents high-level project risks

Stakeholder analysis

risk planning meeting

definition

risk category

Related party risk appetite

Risk probability and impact definition

Probability and Impact Matrix

Use free or structured forms to generate various creative ideas under the guidance of the facilitator

Lists specific individual project risks that have arisen in the past and may be relevant to the current project, but it cannot be exhaustive; the checklist does not replace the required risk identification work; the checklist should be reviewed from time to time, new information added, deleted or archived Outdated information

Conduct interviews in an environment of trust and confidentiality to obtain honest, unbiased opinions

Conduct assumptions and constraints analysis to explore the validity of assumptions and constraints

A case-by-case examination of project Strengths, Weaknesses, Opportunities and Threats (SWOT)

Can be used as a framework to assist project teams in developing ideas. Use the risk categories at the bottom of the risk breakdown structure as a prompt list to identify individual risks; identify overall project risks PESTLE, TECOP, VUCA

Record details of individual project risks identified. Includes: identified risks List, person responsible for potential risks, list of potential risk response measures

Provide information on overall project risks, as well as on identified individual project risks Risk summary information

Risk data quality assessment

Risk probability and impact assessment

Assessment of other risk parameters

Helps focus attention and efforts on areas of greatest risk exposure, or develop common risk responses for a set of related risks

Probability and Impact Matrix

hierarchy diagram

Risk owners should be assigned to individual project risks one by one. From now on, the risk owner will be responsible for Responsible for planning risk responses and reporting on the progress of risk management efforts

Interview

Probability distributions

A special form of bar chart used in sensitivity analysis to compare the relative importance of different variables.

EMV = (probability of timely arrival * revenue of timely arrival) (probability of delay * loss of delay (negative number))

Quantitative risk analysis model that reflects individual project risks and other sources of uncertainty. A risk is best treated as a probabilistic branch if its occurrence is not related to any planned activity

simulation

Sensitivity Analysis (Tornado Plot)

influence diagram

Decision tree analysis

Report

avoid

transfer

alleviate

accept

Report

open up

share

improve

accept

A response that is only used when a specific event occurs. Includes contingency and bounce-back plans

Make a simple comparison to determine which response is best

Determine the cost-effectiveness of alternative risk response strategies through cost-benefit analysis

Multi-criteria decision analysis

Propose changes and add relevant activities to the project management plan